At the end of October I hosted a Consumer Market Research Track Session at the Forrester Consumer Forum in Chicago, and one of the speakers was Gian Fulgoni, CEO from Comscore.
For years, a debate has raged in the online space about the merits of panel-centric versus site-centric measurement, and with companies now trying to get a grip on the behavior of consumers across multiple channels, measurement complexity will only increase. Gian showed a slide that nicely summarizes the debate between site measurement (Web analytics) and audience measurement (panel based):
Recently I did some interviews with consumer market researchers to better understand what’s on their minds. One of the issues that kept coming up in the conversations was around the lack of influence on the follow-up on research results. One person summed it up quite nicely: “We’ve done this great project, got valuable insights, delivered the results, discussed conclusions and possible actions, got lots of praise and then … nothing happens”. It was the biggest frustration across all researchers I've talked to: how can you make people act upon the research results?
Last week I co-hosted a session at Forrester's Consumer Forum on innovative research. John Kearon, CEO of Brainjuicer, lead a discussion with panel members Sion Agami from Procter and Gamble, Jan Angel from Altria and Bob Pankauskas from Allstate.
These three market researchers shared how introducing innovations to the research mix lead to additional insights and increased commitment from senior management. But it's not always easy. Some best practices they've shared with the audience:
For a new report I'm writing I'm looking into knowledge management and what this means for Market Research. Currently, in most market research department each survey is a standalone project and it's close to non-existent that results are analyzed across surveys or data sources for gathering insights and trends. On the other side of the house there are colleagues analyzing web statistics, DM and email marketing data, brand trackers, and CRM outcomes.
However, this set-up will no longer be acceptable in the future. Consumers connect with companies through different channels and leave their feedback about the company in different places. They expect companies to understand that and they dont want to be asked about things they already shared.
My colleagues and I are busy preparing our Forrester’s Consumer Forum presentations. I'd like to invite you to two Technographics Theatre presentations that give more insight into Forrester’s data capabilities. My team members Andrew and Vikram will share highlights from our global benchmark survey data, as well as our forecast data, examining technology-driven trends in consumer behavior.
If you are in the office when reading this blog post, please take a moment to look around to your colleagues and register what they're doing. Are they on the phone? Using their BlackBerry's? Do they have an iPhone on their desk? Are they using the PC? What for?
To understand better how employees perceive and use technology Forrester recently launched a product called Workforce Technographics(R). We surveyed 2,000 people in the US with jobs in which they use a computer covering topics like how much time they spend with their computers and phones, which applications they use daily or even hourly, what applications they find indispensable, who they work with, and much more.
Yesterday I was in a meeting and suddenly the Netpromoter score passed by - after being buried for a while.1
I have to confess that I have a somewhat troubled relationship with the Netpromoter score, it hasn't been treating me very well over the past couple of years. There was a time where Netpromoter scores were very important to me as they partly defined the success of the product I was managing and my scores weren't up to par with the rest of the organization. Was I really doing something wrong or was there another reason why the scores were lower?